Saturday, October 26, 2002

Article : Trust and Knowledge Sharing - A Critical Combination : By Daniel Z. Levin, Rob Cross, Lisa C. Abrams and Eric L. Lesser; Published October 2002 - "Recently, the IBM Institute for Knowledge-Based Organizations (IKO) studied the role of trust in knowledge sharing. Factors such as the strength of the relationship between the knowledge seeker and the knowledge source, the difference between competence-based and benevolence-based trust and the type of knowledge being exchanged were explored. Data from a two-part survey of 138 people in three companies were analyzed to discern how trust affects knowledge sharing and how individuals evaluate the trustworthiness of others when seeking knowledge. By applying this new insight, managers can take explicit actions to help build trust -- and, in turn, encourage knowledge sharing."
* Downloadable as a 11-page, 283 KB PDF file
* Go to Trust and Knowledge Sharing - A Critical Combination, published on IBM Global Services
Network : Reputations Research Network : "A reputation system gives people information about others' past performance. It can enhance an on-line interaction environment by: helping people decide who to trust; encouraging people to be more trustworthy; discouraging those who are not trustworthy from participating … This site is for researchers who are studying how reputation systems should work in theory, how they actually work in practice, and how they could work better. You can find out about people, papers, and practical systems. And you can contribute pointers to useful information."
* Content is organized into the following sections: Join the Network (Free), Member Directory, News Briefs, Papers and Systems
* Go to the Reputations Research Network
* Source: Originally encountered in the com-prac mail list
Technology (Personal Intelligent Agent) : ThoughtWeb : "a unique web-based capability and a breakthrough in the use of intelligent agent and analytical technology … ThoughtWeb's purpose is to create and share knowledge and information through the use of free-thinking, pro-active personal agents (Success Buddies) which provide individuals with intelligent, personalized advice and guidance on the web. ThoughtWeb solutions are used to share knowledge, diffuse innovation and enable pro-active collaboration .. ThoughtWeb, Inc. has focused on developing intelligent personal agents which are capable of understanding people's personal goals and visions and providing advice, coaching and knowledge to help them achieve these goals … By enabling advanced collaboration between humans and computer-based intelligent agents, ThoughtWeb, Inc. has developed technology with enormous benefits in the fields of consumer marketing and corporate knowledge management."
* Go to ThoughtWeb
Thought Leaders : Big Thinkers :
"Hear From Today's Most Brilliant Minds"
* Sample episodes include:
- “The Corruption of the Internet – (Airing October 28th) - Legal expert Lawrence Lessig describes the privacy and copyright crisis facing the Internet.”
- “Blueprint for the Future – Explore architect Neil Spiller's revolutionary ideas for buildings and cities of the future“
- “Stewart Brand and the 'Long Now' - Ride into the Nevada desert with a remarkable man with an eternal mind.“
- “The Elegance of Machines - Computing visionary and Unabomber victim David Gelernter aims to lead mankind out of the tech dark ages.”
* NOTE 1 – Interact with TechTV’s Big Thinkers team via the Message Board
* NOTE 2 - For each archived episode you will find a brief text description, a preview video clip, - and where applicable - related links and articles, and Talkback entries (reader/viewer comments – when active)
* NOTE 3 – Checkout the Schedule for upcoming Episodes
* Go to Big Thinkers, from TechTV
Workshop Papers : Facilitating Hypertext-Augmented Collaborative Modeling : Held June 2002 - "Hypertext-Augmented Collaborative Modeling (HACM) combines (i) a facilitator, (ii) hypertext software projected on a shared display screen, and (iii) one or more conceptual/modeling frameworks. The facilitator operates the software and works with the group to craft semi-formal models of the group's subject matter and discussion about it. The workshop will explore the practice of this art form, focusing on the core skills and distinctions required for such sessions to be successful."
* Participant papers include:
- Reflections on Artful Practice, by Chuck Palus
- Rearchitecting a Software Platform, by Eugene Kim
- Problem Structuring, by Mark Westcombe
- Reflections on HACM Facilitation, by Al Selvin
- Bridges to Fluency, by Jeff Conklin
- Hypertext Shared Display as Collaborative Modeling, by Kim Salins
* Observer Participation papers include:
- Thinking about IBIS in the Classroom, by Jack Park
- Augmenting Sensemaking Conversations, by John T. Nosek
* NOTE – Papers are downloadable in Word format
* Go to Facilitating Hypertext-Augmented Collaborative Modeling, hosted on the CogNexus Institute’s web site

Friday, October 25, 2002

Book Excerpt : Digital Libraries and Collaborative Knowledge Construction : By Nancy A. Van House; To appear in: Ann P. Bishop, Barbara P. Buttenfield, and Nancy A. Van House, eds, Digital Library Use: Social Practice in Design and Evaluation, MIT Press, 2002 - "Effective digital library design is not simply a matter of converting existing information practices and artifacts to a digital world. Digital libraries (DLs) support cognitive or knowledge work. Designing effective DLs, then, requires understanding knowledge work and how DLs not only support but potentially change it. We must look at the work, its tools and practices, the people who do the work and the institutions that support it, and the interaction of all these with the DL. To say that we would understand all of this would be to aspire to too much in a complex and shifting world; but we can inquire with interest and reach some understanding that will help the continuing enterprise of knowing … Although there has been much discussion about user-centered design of information systems in general, and digital libraries in particular, a theoretical or conceptual base for such work has been lacking. In this chapter, I investigate the uses of irreductionist approaches to social theory, with an emphasis on situated action, science studies and science and technology studies, and actor network theory as bases for understanding, first, knowledge work, and then DLs. This chapter emphasizes three critical characteristics of knowledge work: it is situated, distributed, and social. That it is situated means that knowledge work is performed by specific people under specific conditions for specific purposes. It is distributed because it entails cooperation among people who don’t know one another, as well as among those who do, across space and time. In fact, some current approaches to learning (Lave and Wenger, 1991) argue that it is the community and not the individual that “knows.” Finally, it is social because we work and learn together, and decide what and whom to believe and rely upon, in community. Much of what we claim to know comes, not from our own direct experience, but what others tell us is so, including our knowledge of whom to believe."
* Go to Digital Libraries and Collaborative Knowledge Construction
* While you are there, checkout her other Presentations and Publications
* Source: Originally encountered on the ia/ news for information architects weblog
Book : Multilingual Dictionary of Knowledge Management :
By Otto Vollnhals; Published in 2001 - "English-German-French-Spanish-Italian … comprises some 3,400 basic and topical terms in the major European languages … The terms, which are presented in an introductory summary, cover all areas relevant for making knowledge management a success, such as database technology, document management and knowledge presentation. The terms as such were compiled on the basis of current original sources, reference books and specialist journals of the countries in question … The main part of the book is structured by the English-language terminology, along with explanations, synonyms or abbreviations if necessary. This is followed by corresponding terms in the other languages. Four alphabetical indexes, listing individual terms in the respective languages alongside their English equivalents, round off the main section. These indexes – which also serve as individual bilingual dictionaries in their own right – facilitate quick and easy access to the term in question."
* Downloadable (PDF) excerpts include:
- Preface, Table of Contents, Knowledge Management, Introduction
- Sample pages
- Terms grouped by subjects fields
* Go to Multilingual Dictionary of Knowledge Management
* Source: Originally encountered on the ia/ news for information architects weblog
Conference Paper : Knowledge Art - Visual Sensemaking Using Combined Compendium and Visual Explorer Methodologies : By Albert M. Selvin, Simon J. Buckingham, David Magellan Horth, Charles J. Palus, Maarten Sierhuis; Delivered September 2002 - "In this paper, we describe the integrated use of two methodologies for collaborative sense making, one based on facilitated hypertext for collaborative modeling, and one based on images as mediators of group dialogue. We term both the process and product of this knowledge art, the integration of rational analysis using modeling with network visualizations and art using images (paintings and photographs). We present a case study of this process as conducted in a program at Verizon."
* Downloadable as a 11-page, 517 KB Word file
* Go to Knowledge Art - Visual Sensemaking Using Combined Compendium and Visual Explorer Methodologies, from the Compendium Institute
* NOTE – There are a number of knowledge and collaboration-related articles and resources available
Conference Proceedings :
EURAM 2002 :
"devoted to the exploration of ‘Innovative Research in Management’. The ‘new’ – global / network / communication / knowledge / information - economy has dramatically changed the conditions for business and management, at the same time as the complex and dynamic economic, political and industrial context of a Europe in transition has created a fertile ground for innovations in management thinking … Innovative research in management includes novel perspectives, theories and methodologies in traditional research areas, such as: general management, strategy, corporate governance, organizational theory, organizational behaviour, decision making etc. … Innovative research also involves the exploration of emerging research domains, such as: political and non-for profit management, medical and hospital management, project and science management, regional and city management etc, management in fast-breaking sectors such as biotechnology and microelectronics as well as in brand and life-style based industries, management in new organizational forms and business configurations such as heterarchies, syndicates and industrial districts, and managing in new competitive realities characterized by convergence and coopetition etc. … Innovative research implies as well trans-disciplinary theoretical frameworks and methodological approaches management disciplines such as: aesthetics and ethics of management, philosophical analysis of management issues, ethnological perspectives on management, evolutionary search algorithms in population research, information and computation theory in managerial behaviour, genetic algorithms for the study of markets and firms evolution and other approaches that combine methods form the social and natural sciences."
* Conference Tracks include:
- Managing Knowledge
- Corporate Governance
- Expressive Management
- Managing Cross-Cultural Diversity
- Managing Entrepreneurship and Innovation
- Management Research
- Management, Technology and the New Economy
- Managing Human Resources
- Project Management
- Public and Non Profit Management
- Strategy
* NOTE 1 - Each Track has sub-tracks. For example, the sub-tracks for Managing Knowledge are:
- Managing the Knowledge-based Firm
- Organizational Learning and Knowledge Management
- Living Knowledge: Knowledge of Knowledge
- Knowledge and Time: Contextualizing the Dynamics of Knowledge Work
- Knowledge, Collaboration and Innovations
* NOTE 2 – Papers are downloadable in PDF format
* Go to EURAM 2002
Tools : The Brain Attic : By Micah Dubinko; Published October 24, 2002 - "Personal Information Managers (PIMs) have already been invented, right? Well, technically true, the late Lotus Agenda, Outlook, and Evolution being the top contenders. But something's still missing: despite these programs, people still have sticky notes, or worse, a physical desktop that looks like mine."
* Go to The Brain Attic, on the O’Reilly Network Weblogs

Thursday, October 24, 2002

Article : KM Disbelievers 1 - On Knowledge, Management, Machines and Humans : By Chris Pearse; Published October 24, 2002 - "Not only has KM hijacked a universal concept; it has used it to create a belittling self-contradiction … Knowledge … The only source of Knowledge, as Einstein quipped, is experience. By this, he did not mean other people’s experience, the experiences of the explorers, the scientists, our best friends; he meant personal experience. A child, informed that a radiator is hot, will rapidly turn that information into knowledge through the experience of touching it. The London cabby’s Knowledge is accrued through years of personally travelling the streets of London. Other people’s knowledge can only be our information. Our first task is then to assert that 3rd party 'knowledge' is, by definition, information, and that KM should be properly renamed Information Management. However, definitions are not absolute, so we will defer to the accepted terms for the purpose of further analysis."
* Go to KM Disbelievers 1 - On Knowledge, Management, Machines and Humans
* Source: Originally encountered on the Knowledge Board community
Book (On-line) : Electricity Requirements for a Digital Society :
By Walter Baer, Scott Hassell and Ben Vollaard; Published in 2002 - "Greater use of information and communications technologies (ICTs) marks a U.S. transition toward a 'digital society' that may profoundly affect electricity supply, demand, and delivery. RAND developed four 2001-2021 scenarios of ICT evolution and assessed their implications for U.S. electricity requirements. Even large deployment of ICTs will only modestly increase U.S. electricity use over the next two decades. The more pressing concern will be how to meet the increased need for higher-quality and more-reliable power that accompanies ICT use."
* Table of Contents: Chapter One: Introduction / Chapter Two: Approach And Methodology / Chapter Three: Information and Communications Technology Scenarios / Chapter Four: Implications of the Scenarios for U.S. Electricity Use / Chapter Five: Implications of the Scenarios for the U.S. Electricity System / Chapter Six: Conclusions and Recommendations / Appendix A. Information and Communications Technology Scenario Matrix / Appendix B. ICT-Related Electricity Use Projections
* Each chapter is downloadable in PDF format
* Go to Electricity Requirements for a Digital Society, published by Rand
Research Note : More Users, Less Trust : By Robyn Greenspan; Published October 16, 2002 - "Internet users are becoming a study in contradictions, according to research from Consumer Internet Barometer that compares U.S. consumers from Q4 2001 to Q3 2002 … The comparative data found that more Americans are going online — 61 percent according to the current measurements as opposed to 59 percent at the end of 2001 — with more also surfing the Internet daily (35.3 percent versus 33.7 percent), yet fewer Internet users express overall trust, which declined from 26.7 percent at the end of 2001 to 25.5 percent in the current survey. However, satisfaction showed a one-point increase (40.1 percent to 41.1 percent) … Surprisingly, with the exception of financial transactions, fewer Internet users trust that their personal information will be safe when engaging in specific online activities."
* Go to More Users, Less Trust, in Internet News
Resource : The Information Warfare Site (IWS) : "an online resource that aims to stimulate debate about a range of subjects from information security to information operations and e-commerce. It is the aim of the site to develop a special emphasis on offensive and defensive information operations. IWS first went online in December 1999. Since its launch it has undergone a complete redesign and many key texts have been added. In adherence to its founding principles IWS has developed a discussion forum and a mailing list to enable a more interactive debate."
* Content is organized into the following sections: Computer Security, Crime & Espionage, Critical Infrastructure, E-Commerce, Hacking & Cracking, Information Operations, Intelligence, Legal Aspects, Military Affairs, Psychological Operations, and Terrorism
* Also available: IWS Discussion Forum, IWS Mailing List, Links Directory, and Search IWS
* Go to The Information Warfare Site
Webinar (Upcoming, Free) : Strategic Planning for Project Management : Available on October 30, November 5, or November 6, from 10:00am to 11:30am (Eastern Time); To be delivered by Dr. Harold Kerzner - "The inherent difference between those companies that are excellent in project management and those that are average, or even struggling, is the way they perform strategic planning for project management. Strategic planning is not simply a guess. It is a well thought out plan which focuses the organization in the right direction. To help you organize your strategic planning efforts in the right direction, you will be introduced to the Project Management Maturity Model (PMMM) which will provide you with a structured approach for strategic planning for project management … Here’s your chance to learn first-hand from one of the world’s leading experts -- ... Highlights Include: The Need for Strategic Planning for Project Management, Strategic Planning for Gap Analysis, Strategic Planning for Project Management Excellence, Strategic Planning Lessons Learned, The Project Management Maturity Model (PMMM), The Driving Forces for Maturity, Developing a Project Management Methodology, Achieving Excellence Using Modern Project Management, Success vs. Failure, Integrated Processes, The Hexagon of Excellence, Risk Management, Culture, Management Support, Training and Education, Informal Project Management, The Project Office (PO) / Center of Excellence (COE), Benchmarking for Project Management, Continuous Improvement"
* Go to Strategic Planning for Project Management to register
* Checkout the listing of other
Free Webinars
from the International Institute of Learning, Inc.

Wednesday, October 23, 2002

Article : Coaching As a Learning Tool : By Kristin Cobble and Ed Gurowitz; Published in 2002 - "Over the past several years, coaching has emerged as a powerful new model for leadership and management. Because coaching is a time- and cost-effective way to support the learning process, it also can be an ideal tool for managers wishing to build a participative learning culture. This article describes four different models of coaching and illustrates how each facilitates organizational learning”
* Four Models of Coaching:
- “Expert Coaching … focuses on delivering knowledge and information accurately and articulately."
- “Facilitator Coaching … involves helping teams and individuals manage processes—such as meetings—more effectively.”
- “Mentor coaching … trains, develops, and promotes a learner who, in return, works on the mentor's projects.”
- “Generative coaching … fosters a relatively rare and special relationship between coach and coachee.”
* Go to Coaching As a Learning Tool, published in the October edition of Leverage Points, from Pegasus Communications, Inc.
Article : Increasing Organizational Learning Ability Based On A Knowledge Management Quick Scan : By Hubert Rampersad - "An organization is more successful if its employees learn quicker, and implement and commercialize knowledge faster than the workers of the competition. An organization that does not learn continuously and is not able to continuously list, develop, share, mobilize, cultivate, put into practice, review, and spread knowledge will not be able to compete effectively. That is why the ability of an organization to improve existing skills and acquire new ones forms its most tenable competitive advantage. This article introduces a knowledge management quick scan to measure this ability."
* Go to Increasing Organizational Learning Ability Based On A Knowledge Management Quick Scan, an October 2002 release of the Journal of Knowledge Management Practice
* Other October 2002 releases include:
- Creating Competitive Advantage By Effectively Managing Knowledge: A Framework For Knowledge Management, by Atul Gupta and Jason McDaniel
- Human Resource Aspects Of Knowledge Management In Non-Profit Organizations, By Karin Rosskopf and Dieter Witt
- Synergies In Strategic Alliances: Motivation And Outcomes Of Complementary And Synergistic Knowledge Networks, by Bo Bernhard Nielsen
- Book Review: "Cultivating Communities Of Practice" - Reviewer: Alton Chua
* You may also be interested in other 2002 releases
Column (Barely Managing) :
Is Management Possible? :
By Thomas A. Stewart; Published October 22, 2002 - "At a time of mounting uncertainty in the world, making decisions becomes harder than ever. That doesn't mean you get to stop trying … ‘Is management dead?’ A year and a half ago, in the first of these fortnightly columns, Steve Kerr asked that devil's-advocate question. Kerr, then at General Electric (GE), is chief learning officer of Goldman Sachs (GS). Back then the Nasdaq was at about 4,500 (it's 1,288 now) and every B-school kid knew you got rich by starting companies and flipping them to the public. Management had nothing to do with it … How long ago and far away it seems … Today a different question nags me: Is management even possible"
* Stewart closes the column with “As some of you know, I'll be watching those developments from a new vantage point, as the editor of Harvard Business Review. I will miss this connection with you and with Business 2.0 -- a magazine that hosts some of the most exciting thinking and storytelling about business anywhere. Thank you for listening; thank you for talking back. Uncertainty offers us at least one gift: the promise that there's lots of interesting stuff ahead.”
* Go to Is Management Possible?, in Business 2.0
Special Report : E-Learning : "As an industry shakes out, the survivors offer no-frills education for grown-ups … Managers use simulations as a learning tool … A popular new program allows soldiers to study at home and abroad"
* Content is organized into the following sections: Audio, Articles (2002, 2001), Forum, Glossaries, Search (directory of undergraduate and graduate courses, certificates, and degrees in a variety of subject areas) and Student Profiles
* Go to E-Learning, published in the October 28, 2002 edition of U.S. News
* Source: Originally encountered in the OLDaily newsletter
Strategic Study : SERENATE :
"a strategic study aiming at providing input to the European Commission on initiatives targeted to keep the evolution of the European research networking at the forefront of world-wide development … The study will develop cost-estimates for the networking scenarios outlined in the eEurope Action Plan. The results of the study will also be important for the development of future strategies by national governments and funding bodies, by the management of universities and national research and education networks … See the Overview page for information on the objectives and activities of the SERENATE project … The Partners page lists the organisations in the SERENATE project consortium … SERENATE press releases, public deliverables and presentations will be made available in the Publications section … The Workshops page lists forthcoming SERENATE workshops … A Steering Committee is in charge of the overall project management."

Tuesday, October 22, 2002

Article : Three Promises of BPM [Business Process Management] - Agility, Flexibility, Visibility : By Bruce Silver - "Integration has replaced automation as the critical objective of process improvement. Where workflow once tried to stamp out inefficiency by automating isolated functional bottlenecks, BPM software aims to interconnect the myriad islands of process automation created by that earlier effort and to integrate them with the processes of trading partners. E-business inherently means end-to-end processes that cross functional boundaries spanning the extended enterprise … In fact, BPM is responding to a new set of business values:
* Agility: The ability to bring new products and services to market more quickly and adapt processes more effectively to changing market demands
* Flexibility: Accommodating dissimilar application systems and dynamic business exceptions
* Visibility: providing management insight into process-based performance indicators."
* Go to Three Promises of BPM, published in the November 2002 edition of Transform
Program/Community : Knowledge for Development (K4D) - A Learning Program : "At the dawn of the new millennium, knowledge and information are becoming key factors of development. Increasing scientific understanding and rapid advances in information and communication technologies are leading to unprecedented changes in how knowledge is produced and disseminated. Developing countries now have the opportunity to exploit the knowledge revolution to help reduce poverty and promote sustainable development … The World Bank Institute has designed a new program, Knowledge for Development (K4D), that helps client countries achieve these objectives, thereby supporting the World Bank's knowledge and learning agenda … The program consists of four main components:
* Course/Policy Forum that prepares participants to address the key issues in making more effective use of knowledge, and provides them with a knowledge assessment methodology to assess their country’s preparedness for the knowledge economy
* Policy Services that help client countries develop concrete knowledge strategies for the economy as a whole or in specific sectors. Recent work include reports on China and the Knowledge Economy: Seizing the 21st Century and Korea and the Knowledge-based Economy: Making the Transition
* TechNet, the World Bank's crosscutting thematic group on knowledge science and technology for development that acts as a clearinghouse and network for professionals
* Knowledge Economy Tools that help countries benchmark themselves against their neighbors, competitors, or others they wish to emulate. One such tool is WBI's Knowledge Assessment Methodology (KAM)"
* Go to K4D, from the World Bank Group
Organization : Deshpande Center for Technological Innovation : "Bridging the gap between idea and implementation … MIT has a long tradition of nurturing innovation, providing the technology for new companies, and of building successful relationships with larger corporations that fund research. But historically, obstacles remained in the innovation process, between initial concepts and commercialization. Unproven ideas had little opportunity to advance beyond their theoretical stages. And younger companies lacked ways to discover and fund new ideas. But today, the Deshpande Center is working to change all that, and connect MIT's innovators with the marketplace … the Center …
* Nurtures marketable inventions by:
- Engaging established industry to spark inventions that solve existing needs
- Funding proof-of-concept explorations with Ignition Grants
* Fuels market-driven innovation by:
- Funding research with Innovation Program Grants
- Getting the business community involved at an early stage to help shape the direction of research
- Educating the research community about commercialization to focus efforts in the right areas
* Implements innovation in the marketplace by:
- Catalyzing collaborations with partner companies and entrepreneurs
- Directing researchers to appropriate business and entrepreneurial resources
- Serving as a liaison between MIT and the local business community
- Showcasing MIT technologies via symposia and workshops
* Ultimately, the Deshpande Center helps turn innovation into entrepreneurship. It gives good ideas -- and good companies -- a chance."
* Content is organized into the following sections: Activities, Calendar, Grant Program, Keep Me Informed (Mail List), News, Press Information, Research Portfolio, Resources for Innovators and Supported Research
* Go to Deshpande Center for Technological Innovation
* Source: Originally encountered on Wired News
(via the CIO Insight newsletter)
White Paper (First in a Series) : Practical Project Management – Tips and Traps (Part One) : By Harvey A. Levine; Published October 2002 -
* Organizing for Project Management:
- Support for project management at the top
- Promote project management education
- Get your training function involved in building a project management capability
- Assuming that everyone can be a project manager
- Include all stakeholders in the decision process
- Audit the implementation of project management and use the audit function to provide mentoring

* Project Initiation Techniques:
- A Project Charter type document is an essential part of the initiation process
- Continually evaluate the project for ability to meet the objectives and to help the firm
- Structure the project management process to facilitate cost management
- Set up Work Breakdown Structures and other hierarchical bases to organize and summarize the data
- Avoid the mistake of time-oriented WBS’s
- How well does the project fit with the business?
* Downloadable as a 4-page, 40 KB PDF file
* Go to Practical Project Management – Tips and Traps, hosted by Sciforma Corporation
Working Paper (# 24/2002) : Facilitating the Corporate Venture Base by Designing and Nurturing Knowledge Networks : By Christian Vintergaard & Kenneth Husted; Published in 2002 - "Corporate venturing is often associated with strategic renewal, fostering innovation, and gaining knowledge that may lead to future revenue streams. The process of established companies seeking new ways to be innovative and flexible through the strategy of corporate venturing has over the years been most frequently associated with the benefits of interfirm structures, strategies, and the necessary processes that can ensure success in a portfolio of small venture firms. A common error is that corporate venture firms pay little if any attention to the venture base. The venture base constitutes activities and resources that can lead to the generation of genuinely original and dynamic ideas. This paper takes up this initial process of corporate venturing and explores how a venture base can accommodate significant innovation for the firm. It is argued that it is important to focus on a viable venture base as this relates to and significantly influences the further development of the corporate venture organization. The paper is mainly conceptual in nature but draws on 22 interviews with managers of corporate venturing departments in six multinational Danish firms in the high technology sector and pharmaceutical industry"
* Downloadable as a 19-page, 262 KB PDF file
* Go to Facilitating the Corporate Venture Base by Designing and Nurturing Knowledge Networks
(# 24/2002), published by the Department of Management, Politics and Philosophy at the Copenhagen Business School
* NOTE – Permission was received from the authors to cite their work here

Monday, October 21, 2002

Article : Best of the Net - Power Brokers : By Anne Stuart; Published October 1, 2002 - "when we recruited several power users -- and one novice presenter -- to evaluate on-line resources for slide-show software, we sent them only to PowerPoint-related sites. We excluded sites that weren't business related or that seemed too technical or industry specific. Finally, we opted against rating Microsoft's own PowerPoint site … What was left? A handful of sites that offer free templates, self-paced tutorials, or presentation advice and information. In some cases, of course, those materials are loss leaders, intended to entice visitors into buying, for instance, training programs or bigger collections of templates. But we asked our panelists to focus on the free resources available."
* Go to Best of the Net - Power Brokers, in Inc. Magazine
Book (Forthcoming) : Beating the 24/7 - How Business Leaders Achieve a Successful Work-Life Balance :
By Winston Fletcher; Available November 2002 - "Today's managers and executives are cash rich but time poor. Surveys show that up to 80% of managers exceed their contracted hours, while cases of work-related stress continue to increase at an alarming rate. Although awareness of the issues of career vs home life has been around since the 1970s, little has been done beyond the introduction of ineffectual legislation. The time is right for a fresh approach … In this remarkable book, Winston Fletcher takes as his starting point a set of specially commissioned interviews with 16 of the most accomplished businessmen and women in the UK, including Sir Richard Branson, Michael Grade CBE, Nicola Horlick and Sir Christopher Bland. Each interview is an exploration of success, despite the many sacrifices along the way, and gives hope to everyone that a satisfactory work/life balance can be achieved … What is clear is that the way forward lies in taking control of your own personal agenda. Even companies with a sound work/life balance philosophy depend on the individual making choices for themselves. Readers also have a unique opportunity to calibrate themselves using the Work/Life Ratio, enabling you to see where you stand … Use the powerful lessons contained in this book to ensure that you take control of your work/life balance - and start reaping the benefits."
* Table of Contents - Work/Life Balance: Pivotal Principles // Phascogales and parrots / The triple-whammy / The managers' millstone / The work/life ratio / To find the right answers, ask the right people / What the interviews reveal // The Work/Life Interviews // 1 Sir Richard Sykes, FRS / 2 Sir Dominic Cadbury / 3 Michael Grade, CBE / 4 Baroness Hogg / 5 Lord Marshal / 6 Sir George Bull / 7 Sir Christopher Bland / 8 Rosalyn Wilton / 9 Sir Peter Davis / 10 Lord Hollick / 11 Helen Alexander / 12 John Clare / 13 Sir Michael Perry, GBE / 14 Nicola Horlick / 15 Sir Richard Branson / 16 Lord Stevenson, CBE // Summary: Beating the 24/7 //"
* Go to this book at Amazon
Identity : Digital Identity World :
"the hub of the digital identity industry, providing comprehensive news, exclusive interviews, market statistics and expert commentary on the people, companies, products and events shaping the digital identity space. Digital Identity World is dedicated to providing only the highest quality online industry resources, newsletters and community building conferences, events and tradeshows … Today many security and management problems are surfacing as programming models (e.g. Web Services) evolve into networking across insecure boundaries and multiple owners of software and hardware. The reason these problems are surfacing is not some simple technological issue that can be quickly finessed. Rather it is a direct result of the fact that these new computing structures are beginning to interact in ways that more closely resemble interactions between independent, autonomous human beings … Making these new computing models work reliably requires restoring the context that allows successful transactions in the real world. A new persistent online entity must exist that has control over the presentation of the context information it carries. In short, an integrated Digital Identity is required to solve these problems and release the potential (while retaining the security) of the next level of distributed computing applications … This concept is so large that it comprises an industry segment at least as significant as networking was when it appeared. It is the next step in the evolution of decentralized, distributed computing. Digital Identity has the potential to create new, more efficient business models in many arenas. It will touch nearly every kind of new software application, much as the Internet did. How Digital Identity is structured and deployed will dictate the capability of the next round of computer software architecture to solve business problems … There is much to be learned before it is clear exactly how Digital Identity can and should be designed and deployed. It is to this end that Digital Identity World reports on and promotes discussion of the underlying concepts and technologies between the industry players who will ultimately make these critical design and implementation decisions."
* Go to Digital Identity World
Initiative : The Disappearing Computer : "The mission of the initiative is to see how information technology can be diffused into everyday objects and settings, and to see how this can lead to new ways of supporting and enhancing people's lives that go above and beyond what is possible with the computer today ... Specifically, the initiative focuses on three-interlinked objectives:
* Create information artefacts based on new software and hardware architectures that are integrated into everyday objects.
* Look at how collections of artefacts can act together, so as to produce new behaviour and new functionality.
* Investigate the new approaches for designing for collections of artefacts in everyday settings, and how to ensure that people's experience in these new environments is coherent and engaging.
The initiative addresses these three objectives with a number of independent research projects and a number of support activities run by a network made up of a representation of all project partners."
* Content is organized into the following sections: Activities, Contacts, Members, Projects and Resources
* Go to The Disappearing Computer

Sunday, October 20, 2002

Book (Available On-line) : New Rules for the New Economy : By Kevin Kelly; Originally published in 1998 - "No one can escape the transforming fire of machines. Technology, which once progressed at the periphery of culture, now engulfs our minds as well as our lives. Is it any wonder that technology triggers such intense fascination, fear, and rage? … One by one, each of the things that we care about in life is touched by science and then altered. Human expression, thought, communication, and even human life have been infiltrated by high technology. As each realm is overtaken by complex techniques, the usual order is inverted, and new rules established. The mighty tumble, the once confident are left desperate for guidance, and the nimble are given a chance to prevail … But while the fast-forward technological revolution gets all the headlines these days, something much larger is slowly turning beneath it. Steadily driving the gyrating cycles of cool technogadgets and gotta-haves is an emerging new economic order. The geography of wealth is being reshaped by our tools. We now live in a new economy created by shrinking computers and expanding communications … This new economy represents a tectonic upheaval in our commonwealth, a far more turbulent reordering than mere digital hardware has produced. The new economic order has its own distinct opportunities and pitfalls. If past economic transformations are any guide, those who play by the new rules will prosper, while those who ignore them will not. We have seen only the beginnings of the anxiety, loss, excitement, and gains that many people will experience as our world shifts to a new highly technical planetary economy … This new economy has three distinguishing characteristics: It is global. It favors intangible things—ideas, information, and relationships. And it is intensely interlinked. These three attributes produce a new type of marketplace and society, one that is rooted in ubiquitous electronic networks … Networks have existed in every economy. What’s different now is that networks, enhanced and multiplied by technology, penetrate our lives so deeply that "network" has become the central metaphor around which our thinking and our economy are organized. Unless we can understand the distinctive logic of networks, we can’t profit from the economic transformation now under way … New Rules for the New Economy lays out ten essential dynamics of this emerging financial order. These rules are fundamental principles that are hardwired into this new territory, and that apply to all businesses and industries, not just high-tech ones. Think of the principles outlined in this book as rules of thumb … Like any rules of thumb they aren’t infallible. Instead, they act as beacons charting out general directions. They are designed to illuminate deep-rooted forces that will persist into the first half of the next century. These ten laws attempt to capture the underlying principles that shape our new economic environment, rather than chase current short-term business trends … The key premise of this book is that the principles governing the world of the soft—the world of intangibles, of media, of software, and _of services—will soon command the world of the hard—the world of reality, of atoms, of objects, of steel and oil, and the hard work done by the sweat of brows. Iron and lumber will obey the laws of software, automobiles will follow the rules of networks, smokestacks will comply with the decrees of knowledge. If you want to envision where the future of your industry will be, imagine it as a business built entirely around the soft, even if at this point you see it based in the hard."
* Table of Contents - Chapter 1: Embrace the Swarm / Chapter 2: Increasing Returns / Chapter 3: Plentitude, Not Scarcity / Chapter 4: Follow the Free / Chapter 5: Feed the Web First / Chapter 6: Let Go at the Top / Chapter 7: From Places to Spaces / Chapter 8: No Harmony, All flux / Chapter 9: Relationship Tech / Chapter 10: Opportunities Before Efficiencies
* Go to New Rules for the New Economy
* Source: Originally encountered on the Premium Blend weblog
eZine : i3 Magazine : "Technology acquires a new dimension when it leaves the sphere of the workplace, with its emphasis on efficiency, productivity, and 'getting things done' (important though that may be). Entering neighbourhoods, artist’s studios, lonely mountains tops…, technology has recently started to support different values and different kinds of pursuits. Authors in this issue mention aimlessness, wonder, curiosity, playfulness, and – many times – creativity … Bill Gaver conjures up new types of technology designed for 'Homo Ludens', after Huizinga’s wellknown definition of humans as playful creatures. Geraint Wiggins shows how the study of creativity can be approached from different perspectives, and introduces the 'artificial artist', AARON. AARON also crops up in Linda Candy’s article, which focuses on creative collaboration between artists and technologists. And Amilcar Cardoso and his colleagues in the Creative Systems Group sketch computer models of creativity, which may surprise by their sources of inspiration and by some of the striking results generated in the visual realm … Technology on the right hand side of the brain does surprise. Most of us don’t normally think of computers as artists’ tools – but then we don’t think of the painter’s canvas, the writer’s pen, the musician’s instrument as 'technology' either, although that’s what they are … On the other hand, new technology that embraces and promotes creativity is far from unusual in the context of i3 work. And while the three original i3 research programmes are now finished, that work continues. Phil Ellis and Tony Brooks highlight the impact of the CARESS project in terms of the new projects, new courses and expanded research lines it has given rise to … Articles in this issue share the premise that technology exists for the whole of human beings and the whole of their lives.This is a position also adopted in a recent document that forms part of the preparation for the EC’s next Framework Programme (FP6), and is the focus of another major article in this issue. Ambient Intelligence is a central concept in the IST component of FP6 — but can Ambient Intelligence be AmI, that is, humanistic and people-friendly?."
* Downloadable as a 52-page, 1.94 MB PDF file
* Go to the June 2002 edition of
i3 Magazine
Methodology : Graphic Facilitation : "Benefits of Graphic Facilitation - illustrates a complex flow of activity, provides an explicit structure for thinking, creates a structure to organize information, maintains sufficient focus to work together, manages the complexity of group discussions, energizes a group towards creative participation, accelerates any process of strategic planning or brainstorming, makes connections between thoughts to develop a systemic view, reflects back the expression of multiple vantage points and opinions, facilitates the resolution of conflicts by going beyond a solely verbal approach … A memorable and productive experience engages many modalities of learning at once: the interpersonal, the intrapersonal, the emotional, the linguistic, as well as the visual. The visual modality of communicating is by far the most direct and efficient method that we have of conveying messages, and yet it is so often underutilized or misappropriated … Graphic Facilitation allows participants to witness original content as it grows in front of their eyes. Models and metaphors are created in real-time with points and counterpoints from the audience incorporated as they occur. Systems thinking is made easier as context and connections are generated; metaphors and symbols emerge to deepen meaning and association … The need to quickly comprehend complex systems and the forces that influence behavior is a key leadership quality. This skill to navigate information allows for effective decisions to be made and executed on a moment-to-moment basis. Having effective visual tools increase the speed of that decision-making process exponentially, saving time, money and energy … When these visual tools can literally be "grown" in real-time from content generated in the moment, they are even more stimulating, effective and valuable."
* Go to Graphic Facilitation
* Be sure to checkout the many samples, including the – 5th Annual Embracing Complexity Conference (Cap Gemini Ernst & Young Center for Business Innovation, April 2000)
Technology : Ambient Devices :
"With Ambient the physical environment becomes an interface to digital information rendered as subtle changes in form, movement, sound, color or light … Current information interfaces are either interruptive or too detailed … For the first time in history, ubiquitous wireless networks can affordably deliver digital information anytime, anywhere. The result for most of us is cacophony. Ambient wants to make the world calmer … Some information requires constant awareness … For some it's the status of their portfolio, or the health of an aging parent. Others want to know if their friends are online, the upcoming weather, the score of a game, if the fish are biting, or if there's heavy traffic on their drive home. These are examples of information that is neither worthy of interrupt (push), nor worthy of investing time (pull). This type of information should be glanceable, like a clock or barometer. We call this ambient information, and we've created the technology to deliver it … Ambient displays take advantage of a cognitive psychology phenomenon called pre-attentive processing … How often have you been in an airport or crowded party and heard your name called out of the acoustic clutter? Clearly we are able to acquire and process spoken language without any foreground consciousness. Somewhere in our brain, sound is being converted into language and monitored for relevant information content. We are not paying attention to the myriad of conversations in the crowd, yet when information pertains to us, we immediately become alert. Our brains have evolved to monitor several streams of background information without any foreground cognitive loading. Furthermore, our brains bring this information to our foreground consciousness when we descern it to be relevant within a given context."
* Markets include – Health and Wellness, Financial Services, Office Environments, Business Accessories, Teens and Toys
* Go to Ambient Devices
Technical Report : Interpersonal Network Awareness for Mobile Knowledge Workers : By Richard Beales, David De Roure, and Nigel Shadbolt; Published October 2002 - "Knowledge-led organisations increasingly recognise the commercial value of personal, or tacit, knowledge. Although intrinsically difficult to manage, it is possible to expedite the flow of tacit knowledge, within and between organisations, indirectly, by supporting the interpersonal interactions through which it is transferred. We advocate enhanced interpersonal network awareness as a means to promote this transfer and present a mobile platform, aware, which provides an individual with a dynamic, contextually tailored model of their interpersonal network. An example application, aware.twentyfour, is also described."
* Go to Interpersonal Network Awareness for Mobile Knowledge Workers
NOTE – The Postscript version of the document is not available – I have asked the site administrator if the link can be fixed